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Tuesday, July 10

Monitoring Employee Performance: Coaching, Counseling and Performance Improvement
8:00 AM – 9:30 AM

Terry A. Dowd, CRA, FAHRA, RT(R)(M)
Banner Baywood Medical Center, Mesa, AZ

Credits: 1.5

Monitoring employee performance is a key element in the development of a successful, engaged work force. The hiring process, including job descriptions and setting expectations will be discussed in this session. Matching an employee’s talents with the job expectations is a critical strategy. A well developed orientation program enables the manager to get to know the employee’s strengths and weaknesses. Coaching from the manager, preceptors and peers in formal sessions at specified intervals as well as informal consistent feedback offers encouragement and facilitates two way dialogue. Competency assessments, performance evaluations, colleague feedback, formal counseling as well as reward strategies will be explored for new and long term employees.

You will learn to:

• Hire and train setting clear expectations and establishing specific goals.
• Coach and counsel newly hired employees as well as long-term employees.
• Evaluate performance by establishing two-way communication.

Developing and Implementing Operational and Regulatory Procedures
2:30 PM – 3:30 PM

Joan Oakley, FAHRA
Eden Medical Center, San Leandro, CA

Credits: 1.0

Maintaining current policies and procedures requires efficient construction of complex (interdisciplinary) and simple (departmental) policies and procedures. Due to the evolving nature of regulations, the policies and procedures must be written to reference the exact regulation or standard cited so it can be updated as we are notified of changes in regulations. Some examples of mandatory regulations radiology faces are federal laws, such as the CFR 20, or the Code of Federal Regulations that govern radiation and MQSA or the Federal Mammography Quality Standards Act. Voluntary organizations include the Joint Commission on Accreditation of Hospitals and Accreditation of individual modalities, such as Computerized Tomography, Magnetic Resonance Imaging and Ultrasound by professional agencies. An example of a new voluntary organization is The Leapfrog Group, which has two Radiology Standards of Practice: Practice 13, Prevention of Mislabeled Radiographs and Practice 22, Contrast – Induced Renal Failure.

Why separate policy and procedure? Policies reflect the “rules” governing the implementation of processes and procedures represent an implementation of policy. Construction of the simple and complex policies and procedures are usually driven by your organization requirements but can be customized by the owner – you?

This session will include a “how to” review of sample simple and complex policies that will give the attendee tools to take back to their desk, including checklists. The speaker will also share a “roadmap” checklist indicating committee trails for approval, due dates of revision and regulations, standards and any reference used are all part of an effective “driving” document. Examples will be given on how to assure compliance to policies and procedures through monitoring and improving staff performance.

You will learn to:

• Understand the architecture of effective simple and complex policies and procedures required to meet operational and regulatory procedures.
• “Get started” using policy and procedure checklists with a “roadmap” chaser.
• Understand methods to implement the policies and procedures and measure their effectiveness.

Budgeting for Business Management
4:00 PM – 5:30 PM

Ed Yoder
Winter Haven Hospital, Winter Haven, FL

Credits: 1.5

A medical imaging administrator wears many hats; one of which is the complicated hat of budgeting. In the financial world of imaging there are many different types of budgets. This session will give participants an overview of these different types of budgets and an understanding of how to plan and design them, especially the operating budget. Attendees will also learn about capital planning and how to plan for staffing additions and will see several examples of how to monitor important financial data with respect to your department of responsibility. Other topics to be addressed include staffing analysis, productivity measures, business plans and proformas, and capital planning.

You will learn to:

• Understand types of budgets encountered in medical imaging management.
• Understand operating budgets and capital planning.
• Use tools for monitoring salary, productivity and staffing within the budgeting process.
• Campaign for staffing additions to the budget.
• Understand business plans and proformas and their role in new program development and budgeting.